Category Archive for "Leadership"

Do we consider the ability of leaders to deal with compliance matters when we appoint them? Technological innovation has led to big jumps in how we think about and manage organisations. This applies especially to the myriad of possibilities opened

Principles and Factors to Consider For Succession and Talent Management I read a headline this morning: “Organisation embarks on succession planning as CEO plans to retire”. Really? A little too late, I thought! Why is it so hard to understand

Managers often ask: Should I act for short-term results, or think long-term? and How is long term thinking still relevant in this fast paced, ever changing world? This has always been the work of BIOSS. We appreciate and understand the

What makes us Human? I wonder if there is an acceptable answer to this question? It can’t be just one simple thing … it certainly doesn’t come down to just our physical and evolutionary characteristics, nor is it only about

The time for a new generation of leaders is already here, and in the words of Robert Sternberg “… if there is anything the world needs, it is wisdom … without it, I exaggerate not at all in saying, that

“There are only three measurements that tell you nearly everything you need to know about your organisation’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the

In order for organisations to remain competitive and sustainable in the future a well-designed and executed organisational strategy is required. Every organisation therefore requires leaders both now and in the future with the capability to establish their organisation’s vision, mission

‘The issue for private equity is whether the intuitive and instinctive approach to selection it seems to prefer will guarantee success as deals get bigger and the stakes higher. We are finding more and more private equity investors are concluding

Assessing and Developing Executive Potential The realities of the world of work have become dynamic, complex, exposed, uncertain and unpredictable. In fact, Former US Secretary of State Madeleine Albright said: “There are an awful lot of things going on that

Paul Polman, Unilever’s chief executive, articulated a new strategy for his organisation: “Unilever would double the size of its business”, he said, by channelling its efforts toward achieving eight ambitious goals by 2020: helping more than a billion people improve